xgTeamSAP联想集团SAP（推荐ppt153）

Types of Journal Entry,Regular,Sample,Recurring,Account Assignment Model,Second Level,FastTrack,TM,for SAP,TeamSAP/,联想集团,SAP,系统实施,BPR,小组研讨会(目标与期望确认阶段),一九九九年一月二十一日,会议安排,目标与期望确认,阶,阶段 (,Visioning andTargeting),背景,项目概,述,述,方法论,的,的概述,及,及其它,工,工具,目标确,定,定流程,目标确,定,定活动,项目环,境,境及近,期,期的时,间,间安排,具体项,目,目活动,前奏：,流,流程改,造,造(,BPR),考虑问,题,题和因,素,素,财务会,计,计(,FI/CO),期望介,绍,绍,各模块,专,专题讨,论,论-问,题,题研讨,背景,这段时,期,期的目,标,标,达成共,识,识：,采用,FastTrack,作为联,想,想实施,SAP,的方法,论,论,目标确,定,定阶段,的,的活动,:,理解为,什,什么及,怎,怎么进,行,行目标,确,确定和,其,其他,理解目,标,标确定,中,中所需,的,的活动,及,及工具,，,，以及,它,它们与,最,最终结,果,果有何,联,联系,用战略,的,的眼光,来,来正确,评,评价我,们,们的工,作,作,此阶段,目,目的是,为,为企业,开,开发一,个,个“有,技,技术限,制,制的目,标,标”和,定,定义基,本,本的绩,效,效提高,目,目标。,并,并将这,个,个“有,技,技术限,制,制的目,标,标”转,化,化为基,本,本的,SAP,组织结,构,构系统,模,模型和,这,这个项,目,目以至,整,整个企,业,业所需,的,的技术,架,架构。,评估范,围,围及策,划,划总结,评估范,围,围及策,划,划报告,评估范,围,围和策,划,划报告,总,总结了,项,项目组,的,的具体,建,建议：,现有的,认,认识,实施方,法,法和项,目,目范围,项目实,施,施计划,高层次,的,的适合/差距,分,分析,SAP,企业组,织,织结构,项目时,间,间流索,引,引,我们现在在那里,.,目标确定,评估范围和策划,流程重设计,系统配置,测试及交付启用,1998年12月14日- 1998年2月12日,我们有一个项目!,于这个,阶,阶段我,们,们需要,回首过,去,去,展望未,来,来,.,项目纵,览,览,ABAP/4,和,BASIS,培训,SAP,组织/,差,差距的,进,进一步,分,分析和,定,定义接,口,口(专,题,题会议),FastTrack4SAP,培训,SAP,目标确,定,定评估,(,目标阐,述,述、专,题,题和差,距,距的最,后,后讨论,提,提炼),业务模,型,型 (,准,准备、,配,配置、,演,演讲,),SAPIT,开发和,实,实施计,划,划,IndustryPrint,流程讨,论,论,SAP,高级功,能,能培训,活动,状态,1-2345678910,12/14-1812/21-2512/28-311/4-81/11-151/18-221/25-292/1-52/8-122/21-28,目标与,期,期望确,定,定阶段,活动状,态,态,活动状,态,态,活动状,态,态,活动状,态,态,活动状,态,态,活动状,态,态,活动状,态,态,目标与,期,期望确,定,定的下,一,一步骤-我们,什,什么时,候,候开始,做,做？,日程,Weeks,Demo (Jan 19-20),BPR Meeting (Jan 21),目标确,定,定评估,将,将对现,状,状分析,和,和未来,状,状态发,展,展进行,总,总结,现存状,态,态,As-Is,流程,组织/,工,工作结,构,构,目标确,定,定阶段,评,评估,未来状,态,态发展,期望陈,述,述及主,题,题,可选性,组,组织/,工,工作结,构,构,差距最,终,终提炼,关键决,策,策,提炼,SAP,组织模,型,型使联,想,想的组,织,织单位,与,与,SAP,组织元,素,素相匹,配,配 (,已,已经完,成,成),LTL,LAS,LCS,Business1,Business3,Business2,Legend,现存的,组,组织模,型,型,组织模型专题讨论会,R/3,FI,CO,AM,PS,WF,IS,MM,HR,SD,PP,QM,PM,SAP,公司,公司,Business1,公司,Business2,LTL,LAS,Legend,组织模型选项,初始组织模型,SAP,初始组织模型,项目组,领导,股东,基础组织,基础组织评估,变革管理,建立团队,主动性,合理性,终端用户培训计划,培训客户需求,管理组合,工作分析和差距确认,能力调转,交流,变革管,理,理会使,人,人员适,合,合于新,的,的技术,和,和流程,信息技,术,术发展,计,计划和,战,战略,ALE,Oracle,Informix,ABAP/4,DW,OLE,EDI,分析员,RFC/CPIC,BDC,提交发,言,言,TCP/IP,变革管,理,理,备份和,恢,恢复,Perf,Tuning,UNIX,NT,SAPComm,SAPOffice,数据模,型,型,OS/400,DB2,安全性,安全性,和,和权限,设,设置计,划,划,支持组,织,织计划,软件发,展,展计划,数据转,换,换计划,配置一,个,个“沙,盒,盒环境,”,”,合并,IT,计划,FastTrack,forSAP2.5,版,测试及交付启用,系统设置,评估范围及计划,目标确定,流程重设计,方法论,纵,纵览,基于多,例,例成功,的,的实施,非常重,视,视知识,传,传递,快-,从,从开始,到,到设计,，,，直至,测,测试,杠杆作,用,用和集,成,成的高,科,科技特,定,定模板,FastTrack,forSAP 2.5,着重于,项,项目实,施,施方法,论,论,FastTrack,结构,和,和,模,模块,模块,活动和提交文档组合成的每个线程内的集中工作包,阶段,定义项目经历的阶段,线程,遍布在项目各阶段的主要活动组合,集中的,提,提交文,档,档,可伸缩,的,的,灵活的,弹性和,灵,灵活性,Scoping,and,Planning,Visioning,and,Targeting,Redesign,Configuration,Testing,and,Delivery,Program Planning andManagement,IntegrationManagement andQuality Assurance,BusinessCase,ImplementationStrategy,StrategicIntent,CustomerNeedsAssessment,StrategicRepositioning,ChangeImperative,Benchmarking/,Best Practices,ExternalAssessment,Initiative Rationalization,QuickHitOpportunities,Management,Systems Design,Facilities Configuration,OutsourceAlternatives,OrganizationDesign,Process-Focused,Management,IntegrationTest,PilotforPackages,Implement,ProcessesforPackages,ContinuousImprovement,forPackages,SAPOrganizationalModel,SAPGapIdentificationandResolution,PrototypeandSimulateforPackages,ProcessPrioritization,forPackages,InternalAssessment,andScopeforPackages,ProcessPerformance,AnalysisforPackages,ProcessVisionand,TargetsforPackages,ProcessDesign,forPackages,Scripting,Configuration,andUnitTest,DataDesignand,Management,AcceptanceTestand,ParallelOperations,SoftwareDevelopment,Assessment,TechnologySupport,Strategy,TechnologyInfrastructure,Requirements,SoftwareDevelopmentPlanningandSpecifications,TechnologySupportOrganizationDevelopment,TechnologyInfrastructureImplementation,SoftwareDevelopment,andTesting,TechnologySupportOrganizationImplementation,DataImplementation,PerformancePlanning,andManagement,ContingencyTestingand,OperationsTurnover,SoftwareImplementation,TechnologyInfrastructure,Assessment,IntegrityAssessment,IntegrityRisksand,Exposures,SecurityAuthorizations,IntegrityDesign,IntegrityConfiguration,IntegrityImplementation,LeadershipAlignment,CommunicationsPlanning,ProjectTeamBuilding,LeadershipAction,CommunicationsandStakeholderEnrollment,ChangeReadiness,Assessment,HRProcessAlignment,StakeholderandEnd-UserPreparation,WorkforceTransition,ProjectTeamTraining,Strategy,End-UserTrainingand,DocumentationStrategy,ProjectTeamTrainingDevelopmentandDelivery,End-UserTrainingandDocumentation,AnalysisandDesign,End-UserTrainingandDocumentation,DevelopmentandDelivery,SoftwareImplementation,内部,评,评估,和,和,工,工作,包,包范,围,围,提高,工,工作,计,计划,收集,内,内部,评,评估,数,数据,发展,As-Is,流程,模,模型,限定,程,程序,范,范畴,58,End-UserTrainingand,DocumentationStrategy,End-UserTrainingandDocumentation,AnalysisandDesign,End-UserTrainingandDocumentation,DevelopmentandDelivery,SAP Gap Identification and Resolution,Data Design and,Management,Technology Support Organization Development,Technology Infrastructure Implementation,Technology Support Organization Implementation,Data Implementation,Integrity Design,Stakeholder and End-User Preparation,Project Team Training Development and Delivery,End-User Training and Documentation,Analysis and Design,Program Planning and Management,Integration Management and Quality Assurance,Implementation Strategy,Initiative Rationalization,Integration Test,Implement,Processes for Packages,SAP Organizational Model,SAP Gap Identification and Resolution,Prototype and Simulate for Packages,Internal Assessment,and Scope for Packages,Process Design,for Packages,Scripting,Configuration,and Unit Test,Data Design and,Management,Acceptance Test and,Parallel Operations,Software Development,Assessment,Technology Support,Strategy,Technology Infrastructure,Requirements,Software Development Planning and Specifications,Technology Support Organization Development,Technology Infrastructure Implementation,Software Development,and Testing,Technology Support Organization Implementation,Data Implementation,Performance Planning,and Management,Contingency Testing and,Operations Turnover,Technology Infrastructure,Assessment,Integrity Assessment,Integrity Risks and,Exposures,Security Authorizations,Integrity Design,Integrity Configuration,Integrity Implementation,Project Team Building,Project Team Training,Strategy,Project Team Training Development and Delivery,Scoping,and,Planning,Visioning,and,Targeting,Redesign,Configuration,Testing,and,Delivery,Software Implementation,FastTrack,促成,实,实施,FastTrack,中,ASAP,所不能解,决,决的问题,重整,变革管理,培训,评估范围,和,和策划阶,段,段着重于.,.,定,定义并发,动,动项目实,施,施。这个,阶,阶段中，,组,组合顾问,和,和客户的,项,项目组，,以,以发展业,务,务和技术,目,目标、范,围,围及转变,主,主动性的,时,时间性。,评估范围和策划,目标确定,阶,阶段着重,于,于,.,目标确定,.,用,用,SAPR/3,作为主要,的,的技术，,创,创立能把,握,握发展新,业,业务流程,和,和重整机,遇,遇的参与,型,型环境。,重设计阶,段,段着重于,.,重设计,.,项,项目组和,业,业务单位,应,应一起努,力,力设计新,的,的业务流,程,程和组织,结,结构，以,支,支持在目,标,标确定阶,段,段要发展,的,的机会和,目,目标。,目标确定,和,和重设计,阶,阶段,FunctionalRequirements,Process Requirements,Scope & Plan Report,IT Strategy &,Assessment,Change Leadership &,Training Assess,从,S&P,输入,To-Be,流程确认,目标确定和重设计,项目组,业务活动纲要,重设计,项目组,子流程归纳,及,开发请求,重设计,流程项目组,流程开始,重设计,流程所有者,所有者,项目组,考察,最后回顾,所有者,项目组,下一阶段系统设置,系统设置,阶,阶段着重,于,于,.,系统设置, 项,目,目组和业,务,务单位应,一,一起努力,在,在,SAPR/3,系统设置,中,中建立新,的,的业务组,织,织结构和,流,流程。,测试及交,予,予启用阶,段,段着重于,.,测试及交予使用, 实施,技,技术，业,务,务集成和,为,为确保新,流,流程设计,而,而做的用,户,户接受测,试,试将与新,系,系统适当,的,的结合起,来,来，新的,组,组织结构,也,也将为即,将,将来临的,转,转变作准,备,备。,FastTrack,forSAP,工具,基础流程 (,Infrastructural Processes),Plan & Manage,Business,Perform Financial,& Managerial Accounting,Manage Human,Resources,Manage,Information,Resources,Manage Capital,Projects,Manage Support,Services,Define Business,Strategy & Plan,Improve Business,Performance,Manage,Business Performance,Plan & Manage,Quality Performance,Establish the direction,& Framework of HR,Define & Plan,Information,Resource Needs,Manage,Administrative,Services,Develop Project Alternatives & Analyze Feasibility,Manage Product,Costing,Perform Overhead,Accounting,Manage Treasury,Activities,Plan & Manage,Taxes,Provide quality working,environment,Develop & Train,Workforce,Manage Payroll,Plan Project,Execute Project,Schedule Project,Plan & Manage,Environmental/Safety,Programs,Ensure Employee,Communications,Formulate IT,Strategy,Develop & Enhance,Data Architecture/,Software Application,Develop & Enhance,Infrastructure &,Interface,Manage Information,Systems Operations,Provide Information,User Support,Manage Performance &,Rewards,Manage Employee,Benefits,Plan Business,Perform Profitability,Analysis,Coordinate &,Perform Audit,Manage,General Ledger,Manage Corporate,Communication,Perform Closing,Report & Analyze,Performance,Risk Management,Manage Fixed,Assets,Manage Regulatory,Interface,I1,I2,I3,I4,I5,I6,*,Terry,*,Finding & retaining the,right people,Administering workforce,information,*,*,*,*,*,*,* *,*,*,*,*,* *,*,Tim,Shane,*,*,*,*,*,(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),*,业务流程 (,Operational Processes),Develop & Maintain,Construction Project,Standards,Maintain,Customer Account,Support Service,Installation Requests,Develop & Maintain,Operations Standards,& Procedures,Plan Facilities,Expansion &,Improvement,Design Construction,Project,Execute,Construction Project,Identify & Plan,System Operations,Schedule System,Operations,Maintain,Operations Data,Perform,Disconnect/Reconnect,Schedule Service,Installations,Record Usage,Maintain Efficient,Read Routes,Schedule,Construction Project,Design Service,Installations,Process Payments,Develop Products,& Services,Develop & Execute,Marketing Plans,Implement,Promotional,Campaigns,Develop & Maintain,Maintenance Standards,& Procedures,Schedule,Maintenance &,Inspections,Maintain,Maintenance Data,Identify & Plan,Maintenance &,Inspections,Support Customer,Inquiries,Act on,Non-Payment,Acquire,Energy,Construct,Facilities,Maintain,Facilities,Operate,System,Service,Customers,Source,Energy,Process Bills for,Products & Services,Execute System,Operations,Install Services,Define & Execute,Sales Strategy,Execute Maintenance,& Inspections,Identify Unplanned,& Immediate,Maintenance,O1,O2,O3,O4,O5,Develop &,Retain Business,Bill for Products & Services,O6,O7,A.,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),活动集合,的,的子流程,Design Construction Project,Form Delivery Project Team,Field Check Area,for Construction Project,Discuss Design With Customer,Develop Preliminary Engineering Design,Obtain Right of Way,& Permits,Obtain Non-Environmental Permits,Obtain Governmental Approvals,Coordinate with,Other Utilities,& Municipalities,Check Costs Against Estimate,Revise Design Where Necessary,Create & Maintain,Material Master,Idate Construction Project Details,in Project System,Update Construction Project Work Breakdown Structure,Update Construction Project Network,Designate Construction Project Milestone Activities,Create Construction Project Cost/Revenue,Plan,Designate Construction Project Time Schedule,Obtain Design Approval,O2-30,Check for Backlogs or Possible Related Projects/Orders,Create Project/WBS/Network and Schedule/Assign Design Resources,子流程表,IndustryPrint,业务流程(,Operational Processes),Develop & Maintain,Construction Project,Standards,Maintain,Customer Account,Support Service,Installation Requests,Develop & Maintain,Operations Standards,& Procedures,Plan Facilities,Expansion &,Improvement,Design Construction,Project,Execute,Construction Project,Identify & Plan,System Operations,Schedule System,Operations,Maintain,Operations Data,Perform,Disconnect/Reconnect,Schedule Service,Installations,Record Usage,Maintain Efficient,Read Routes,Schedule,Construction Project,Design Service,Installations,Process Payments,Develop Products,& Services,Develop & Execute,Marketing Plans,Implement,Promotional,Campaigns,Develop & Maintain,Maintenance Standards,& Procedures,Schedule,Maintenance &,Inspections,Maintain,Maintenance Data,Identify & Plan,Maintenance &,Inspections,Support Customer,Inquiries,Act on,Non-Payment,Acquire,Energy,Construct,Facilities,Maintain,Facilities,Operate,System,Service,Customers,Source,Energy,Process Bills for,Products & Services,Execute System,Operations,Install Services,Define & Execute,Sales Strategy,Execute Maintenance,& Inspections,Identify Unplanned,& Immediate,Maintenance,O1,O2,O3,O4,O5,Develop &,Retain Business,Bill for Products & Services,O6,O7,A.,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,*,(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),基础流程(,Infrastructural Processes),Plan & Manage,Business,Perform Financial,& Managerial Accounting,Manage Human,Resources,Manage,Information,Resources,Manage Capital,Projects,Manage Support,Services,Define Business,Strategy & Plan,Improve Business,Performance,Manage,Business Performance,Plan & Manage,Quality Performance,Establish the direction,& Framework of HR,Define & Plan,Information,Resource Needs,Manage,Administrative,Services,Develop Project Alternatives & Analyze Feasibility,Manage Product,Costing,Perform Overhead,Accounting,Manage Treasury,Activities,Plan & Manage,Taxes,Provide quality working,environment,Develop & Train,Workforce,Manage Payroll,Plan Project,Execute Project,Schedule Project,Plan & Manage,Environmental/Safety,Programs,Ensure Employee,Communications,Formulate IT,Strategy,Develop & Enhance,Data Architecture/,Software Application,Develop & Enhance,Infrastructure &,Interface,Manage Information,Systems Operations,Provide Information,User Support,Manage Performance &,Rewards,Manage Employee,Benefits,Plan Business,Perform Profitability,Analysis,Coordinate &,Perform Audit,Manage,General Ledger,Manage Corporate,Communication,Perform Closing,Report & Analyze,Performance,Risk Management,Manage Fixed,Assets,Manage Regulatory,Interface,I1,I2,I3,I4,I5,I6,*,Terry,*,Finding & retaining the,right people,Administering workforce,information,*,*,*,*,*,*,* *,*,*,*,*,* *,*,Tim,Shane,*,*,*,*,*,(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),(1),*,IndustryPrint (,活动集合的子流程,),Design Construction Project,Form Delivery Project Team,Field Check Area,for Construction Project,Discuss Design With Customer,Develop Preliminary Engineering Design,Obtain Right of Way,& Permits,Obtain Non-Environmental Permits,Obtain Governmental Approvals,Coordinate with,Other Utilities,& Municipalities,Check Costs Against Estimate,Revise Design Where Necessary,Create & Maintain,Material Master,Idate Construction Project Details,in Project System,Update Construction Project Work Breakdown Structure,Update Construction Project Network,Designate Construction Project Milestone Activities,Create Construction Project Cost/Revenue,Plan,Designate Construction Project Time Schedule,Obtain Design Approval,O2-30,Check for Backlogs or Possible Related Projects/Orders,Create Project/WBS/Network and Schedule/Assign Design Resources,子流程表,商业活动记录,商业活动记录,子流程小结,IndustryPrint和活动,概,概要,业务活动,记,记录举例,目标与期,望,望确定流,程,程,Visioning RulesofThumb,ProcessDesignRules of Thumb,创新练习,客户要求,绩效目标,当前问题,革新实践,人员推动,技术推动,SAP,功能,概念重设计,目标,属性,主题,描述,目标与期,望,望确定流,程,程,-,设定目标,所,所需要素,?,对未来的想象,对客户和股东的评价,引人注目，激励他人行动,面向结果,使整个组织有商业感,清晰,/,简洁,目标的特,性,性,避免易犯,的,的错误,模棱两可,目标短浅,现状再创,造,造,革新,:,集中于增进绩,效,效的新想法,结合,:,基本的与增加,的,的想法如何协,同,同应用于新流,程,程的集成,图,图,沟通,:,引导重设计小,组,组并激励组织,变,变更的新世界,的,的清晰接,合,合图,目标,:,对新流程的目,标,标延展和计划,结,结果的定义,有效目标表述,的,的要素,目标确定阶段,的,的活动,SAP,组织模型定义,(,完成,),目标,确认包含于功,能,能设计的组织,要,要素,基于,SAP,组织要素的定,义,义和要求，制,定,定如何将组织,要,要素应用于已,作,作设置的,SAP R/3,系统的初始指,标,标。,项目小组,研讨会,报告要求,代码区,要素,信息和数据要求,组织模型替换,组织模型的,有效性,组织初始模型,组织模型替换,确认组织结构,将结构转换成,SAP,设计选项,发展,SAP,组织模型 替,换,换,.,检查适宜/差,异,异流程要求,检查当前组织,模,模型,提出组织模型,替,替换,SAP,组织模型替换,组织模型核心,小,小组,项目小组,讨论会,报告要求,代码区,要素,信息和数据要求,组织模型,的有效性,组织初始,模型,活动,过渡性报告,责任,组织模型替换,初始组织模型,评估,SAP,组织模型替换,并,并发展,SAP,初始组织模型,.,评估并最终定,下,下组织模型,编纂初始组织,模,模型报告,编绘组织模型,图,图,SAP,组织模型替换,组织模型核心,小,小组,活动,过渡性报告,责任,项目小组,讨论会,报告要求,代码区,要素,信息和数据要求,组织模型,的有效性,组织初始,模型,SAP,目标与期望确,定,定,目标,通过现有流程,分,分析，对组织,现,现状取得更深,理,理解,准备文档帮助,发,发展组织未来,状,状态,通过目标确定,阶,阶段评估定义,组,组织未来指标,Subprocess - “Current State”,Subprocess - “,未来前景,Preparation”,Compile,Subprocess,Flows - PI &,GPU Print,Validated,Subprocess,Flows,Org / Job,Structure,Performance,Measures,Current,Process,Work,Packets,Best,Practices /,Benchmarks,Process,Prioritization,Process,Control,Objectives,Future,Process,Work,Packets,Vision,Workshops,Vision,Statements,and Themes,Process,Control,Reqmts,Alternative,Org / Job,Structure,Gap Closure,Refinements,Quick Hits,Implemen.,Plan,T1,CL1,CL2,CL3,T2,IT1,IT2,Integration,Templates,and GPU Print,Stretch,Targets /,Improvement,Opportunities,Quick Hit,Opportunities,Final,Redesign,Focus Areas,Key,Decisions,Reqmnts /,Fitgap,Templates,Initial,Quick Hit,Opportunities,Initial,Redesign,Focus Areas,Gather Best,Practices -,PI & D&T,T1,Process,Control,Points,V&T,Assessment,Subprocess - “,未来前景,Development”,子流程,- “现状分析”,编辑的,子流程图-,和打印,生效的,子流程图,组织/工作,结构,实施方法,当前,流程的,一揽子工作,集成模板和,打印,初始,流程重设计的,主要范围,流程控制点,现状分析,目标,现状分析子流,程,程包括分析当,前,前子流程，组,织,织/工作结构,以,以此来确认流,程,程重设计的主,要,要范围和确认,包,包括在将来目,标,标确认主题中,的,的当前实践。,As-Is,流程图,LCS, LTL,和,LCS,的当前流程图(现有流程),的,的编辑. 这,些,些现有流程将,做,做成文本，并,作,作为确认需要,详,详细流程重设,计,计的范围的基,础,础。,搜集现有的流,程,程图(可能已,经,经建立),利用现有,IndustryPrint,图作为起点建,立,立现有的流程,图,图,现有流程图,流程设计小组,编辑的子流程,图,图-,PI,和,GPU,打印,生效的,子流程图,组织/工作,结构,实施方法,当前流程的,一揽子工作,集成模板和,GPU,打印,初始,流程重设计的,主要范围,流程控制点,子流程,- “,现状分析”,活动,过渡性报告,职责,当前组织结构,和,和工作类别的,文,文档描绘成相,关,关的子流程。,这,这将在确认目,标,标时作为可选,择,择组织/工作,结,结构的基础。,组织/工作结,构,构,活动,I,过渡性报告,获得现有已更,新,新的工作类别,列,列表,把工作类别描,绘,绘成相关的子,流,流程，并将更,新,新的工作类别,列,列表返还给项,目,目小组,工作类别列表,职责,流程设计小组,子流程,- “,现状分析”,编辑的子流程图-,PI,和,GPU,打印,生效的,子流程图,组织/工作,结构,实施方法,当前流程的,一揽子工作,集成模板和,GPU,打印,初始,流程重设计的,主要范围,流程控制点,未来前景准备,目标,未来前景准备,的,的子流程包括,对,对未来目标阐,述,述和主题初步,研,研究的指导和,分,分类。,目标确,定评估,子流程 - “未来前景准备,”,最佳实践,/,里程碑,子流程,优先级,流程控,制目标,未来流程,工作包,目标确定,研讨会,目标阐,述和主题,流程控制需求,可选组织/,岗位结构,差距最,终提炼,快速实现,实施计划,弹性目标,和机会改善,迅速抓住机遇,最终重设,计焦点区,关键性决定,需求,/,适合,差距模板,主动快速,抓住机会,有利的模板,集中最好的实践,-,PI & D&T,子流程 - “未来前景发展,”,目标与期望阐,述,述和主题,技术的发展使,其,其支持的流程,目,目标向现有流,程,程的基本假设,发,发出挑战，并,定,定义了组织的,未,未来前景。基,于,于对现状的分,析,析和对未来前,景,景所采取的准,备,备活动的目标,阐,阐述和主题，,将,将成为在详细,的,的重设计中作,出,出决定的基础,。,。,确定目标主题,，,，建立基本的,目,目标阐述。,确定现状和未,来,来前景目标之,间,间的主要模型,转,转换。,建立最终的目,标,标阐述,目标的阐述和,主,主题的模板,流程设计小组,活动,过渡性报告,职责,目标确,定的评估,子流程,- “,未来前景发展,”,目标确定,研讨会,目标阐,述和主题,流程控制需求,可选组织,/职责结构,快速实,施计划,弹性目标,/,提高机会,快速抓,住机会,最终重,设计焦点区,关键性决定,需求/适合,差距模板,差距,最终提炼,实施需求的优,先,先级确定，差,距,距的最终确定,和,和对差距最终,确,确认的详细描,述,述。,.,差距的最终提,炼,炼,通过对范围评,估,估和策划阶段,的,的修改和增加,新,新的需求，检,查,查并更新适合/差距模板。,为要实施的需,求,求制定优先级,确定并更新所,提,提供的解决方,案,案，以结束对,实,实施要求的差,距,距确定。,进行最终差距,的,的功能描述，,以,以与信息技术,小,小组进行交流,。,。,基于范围评估,与,与策划阶段的,适,适合/差距模,板,板,实施小组,IT,联络,活动,过渡性报告,职责,V&T,Assessment,Subprocess -,“,“,未来前景,Development”,Vision,Workshops,Vision,Statements,and Themes,Process,Control,Reqmts,Alternative,Org /Job,Structure,QuickHits,Implemen.,Plan,Stretch,Targets /,Improvement,Opportunities,QuickHit,Opportunities,Final,Redesign,FocusAreas,Key,Decisions,Reqmnts /,Fitgap,Templates,Gap Closure,Refinements,确定在开始,重,重设计阶段,前,前必须定稿,的,的关键性决,定,定。,.,关键性决定,确定关键性,决,决定，制定,文,文档，同时,给,给小组/个,人,人分配责任,。,。,与责任小组/个人就有,关,关关键性决,定,定定稿的时,间,间框架进行,交,交流。,通过决定者,的,的决定成果,，,，更新问题,解,解决文件。,在问题解决,方,方案文件中,记,记录所遇到,的,的问题,实施小组,指定的个人,活动,过渡性报告,职责,V&T,Assessment,Subprocess- “,未来前景,Development”,Vision,Workshops,Vision,Statements,and Themes,Process,Control,Reqmts,Alternative,Org /Job,Structure,QuickHits,Implemen.,Plan,Stretch,Targets /,Improvement,Opportunities,QuickHit,Opportunities,Final,Redesign,FocusAreas,Key,Decisions,Reqmnts /,Fitgap,Templates,Gap Closure,Refinements,将所有未来,前,前景发展模,块,块中产生的,文,文件编入目,标,标确定评估,报,报告中。,目标确定评,估,估,确认每个实,施,施小组已清,楚,楚从未来前,景,景(发展),模,模块到目标,确,确定评估报,告,告的最终版,。,。,对报告的终,版,版进行,QA,检查，以确,保,保每个功能,小,小组之间格,式,式与内容(,遗,遗漏信息),的,的一致性。,编辑报告终,版,版并进行复,制,制。,目标确定评,估,估清单,实施小组,活动,过渡性报告,职责,V&T,Assessment,Subprocess- “,未来前景,Development”,Vision,Workshops,Vision,Statements,and Themes,Process,Control,Reqmts,Alternative,Org /Job,Structure,Gap Closure,Refinements,QuickHits,Implemen.,Plan,1,Stretch,Targets /,Improvement,Opportunities,QuickHit,Opportunities,Final,Redesign,FocusAreas,Key,Decisions,Reqmnts /,Fitgap,Templates,变革